Leadership Trajectory Quotes

Your life is a trajectory. Every choice you make alters that trajectory, in a positive or negative way. Will you categorize that dinner with friends as a business expense? Will you be honest with your daughter? Will you take more credit than you’re due? These are just the small questions that we face every day, and little by little, the answers influence the trajectory of our lives and beings.

A year of intense exercise and watching what you eat will likely change the trajectory of your life physically. You will melt away fat, tone up muscle, feel better, and change your habits, likely for life. But only ten days of that exercise program won’t move the needle on the scale. To create big-time success you have to stay focused and stay intense over an extended period of time.

Like never before the trajectories of wealth, business, and poverty can be altered in unexpected ways by women. The field of dreams is being reconstructed by technology and the knowledge economy so that the gates, ceilings, doors, and portals are wide open for all who want to play.

In the absence of moral leadership, there are just too many competing stories. For every call to become an activist for racial justice, there is a well-rehearsed message that says that activists are pushing too hard. For every chance to speak up against the casual racism White people so often hear from other White folks, there is a countervailing pressure not to rock the boat. If you want to believe that White people are the real victims in race relations and that the stereotypes of people of color as criminal and lazy are common sense rather than White supremacy tropes, there is a glide path to take you there. And when your life trajectory has taught you that the system works pretty ok if you do the right things, then its easy to wonder why whole groups of people can’t seem to do better for themselves. Whichever story you choose to believe, nobody wants to be the villain. So there is an available set of justifications as to why your view is morally right.

What had become of the singular ascending ambition that had driven young Roosevelt from his earliest days? What explains his willingness, against the counsel of his most trusted friends, to accept seemingly low-level jobs that traced neither a clear-cut nor a reliably ascending career path? The answer lies in probing what Roosevelt gleaned from his crucible experience. His expectation of and belief in a smooth, upward trajectory, either in life or in politics, was gone forever. He questioned if leadership success could be obtained by attaching oneself to a series of titled positions. If a person focused too much on a future that could not be controlled, he would become, Roosevelt acknowledged, too “careful, calculating, cautious in word and act.” Thereafter, he would jettison long-term career calculations and focus simply on whatever job opportunity came his way, assuming it might be his last. “Do what you can, with what you have, where you are,” he liked to say. In a very real way, Roosevelt had come to see political life as a succession of crucibles—good or bad—able to crush or elevate. He would view each position as a test of character, effort, endurance, and will. He would keep nothing in reserve for some will-o-the-wisp future. Rather, he would regard each job as a pivotal test, a manifestation of his leadership skills.

Here the question must be asked: What kind of brilliant scheme could entail the industrialization of China, and the arming of an implacable enemy? Setting aside Sutton’s misinterpretations of the data (where he completely fails to grasp the psychological realities of the capitalist milieu), the entire situation may be clarified by reference to a single fact: namely, the suicidal trajectory of the Western financial elite over the past half-century. As James Burnham indicated long ago, liberalism is a philosophy leading to Western suicide. By industrializing and arming China, by rebuilding Russia’s position, by opening Europe to Islamic immigration, by adopting social policies which have collapsed Europe’s birth rate, we see the rush to suicide. What geniuses indeed! What leadership! Through intellectual superficiality, political shallowness, and arrogance, they cannot possibly hope to survive their own policies. If there is a plot to establish a universal socialist dictatorship the only people who stand a chance of establishing it are in Moscow and Beijing. I fail to see how Washington and London remain standing, let alone influential.

Your life as an effective person must always have productivity surrounding all your efforts, there must be a sustained forward and upward trajectory in every area of your life. This is where the Shona Shereketa meets the Japanese Kaizen - you are moving and shaking past mediocrity on the basis of small but continuous improvements that will ultimately result in positive quality changes to your life.

As it turned out, my church sent their youth to summer camps more to gain a vision of social justice than of personal religious experience. I was elected to represent Oklahoma at a regional church youth camp in Fayetteville, Arkansas. There the national youth leadership outlined their plan for the future and taught us about the labor movement, grasping capitalists and the need for total disarmament. From then on my intellectual trajectory was poised for leaping much further to the political left. That meant Henry Wallace and the Farmer Labor wing go of the Democratic Party. Those hurdles happened abruptly, and my course was set early. The national Methodist youth movement was a world of its own, with extensive organization and strong political convictions. It was designed for propaganda that promoted social change according to the Social Gospel vision pouring out of the theological schools. My distant ideological mentors for that dream were socialist candidate Norman Thomas, pacifist pioneer A. J. Muste and British Hyde Park Donald Soper. I got this indoctrination second- and third-hand from reading and from going to youth conferences on all levels--local, district, conference, jurisdictional and national levels. As a teenage I was not sufficiently self-critical to see any unintended consequences and such talk was not encouraged.

CEO commitment is the starting point. In India, winning requires a very different business leader—an entrepreneurial general manager rather than a salesperson and, ideally, a senior and trusted insider with credibility and influence. It requires a different organizational structure or model, where India is managed like a geographic profit center, with the ability to make important operating decisions without enormous negotiations and persuasion. It needs a willingness to make long-term investments in developing capabilities on the ground and the willingness to sustain these through the inevitable vicissitudes. Therefore, escaping the midway trap requires the commitment of the entire leadership of the company to pull multiple levers before the whole organization flips to a new high-growth trajectory.

You need to change the questions you ask yourself and of your situations, in order to change the trajectory of your life. These are questions that will help you define and refine your purpose.

Your next steps will determine whether you make it or break it. You now know how you can shape the trajectory of your life and who you become.

The choices we make, whether small or big, determine the trajectory of our lives

Two vehicles and 238,900 miles: three days there and three days back. Twenty-one hours on the surface of the Moon for two astronauts in the lunar lander, while the service module circled the heavenly body in a parking orbit. Katherine knew better than anyone that if the trajectory of the parked service module was even slightly off, when the astronauts ended their lunar exploration and piloted their space buggy back up from the Moon’s surface, the two vehicles might not meet up. The command service module was the astronauts’ bus—their only bus—back to Earth: the lander would ferry the astronauts to the waiting service module and then be discarded. If the two vehicles’ orbits didn’t coincide, the two in the lander would be stranded forever in the vacuum of space. The leadership of the Space Task Group set a risk standard of “three nines”—0.999, a criterion requiring that every aspect of the program be projected to a 99.9 percent success rate, or one failure for every thousand incidences.